Experience

Amalgamated Beverage Industries

• Food and Beverage Services
• 1 - 100 Employee

• Operations Manager

  • Aug 2021 - Present

• Distribution Team Leader

  • Jun 2013 - Present

  1. Manage Key performance indicators based on the organizations requirements and needs. 2. Execution delivery plans.3. Achieve distribution standards.4. Control shortages.5. Optimise customer service.6. Control budgets.7. Process immediate invoices8. Optimise distribution performance9. Maintain safe, healthy and risk free working environment10. Manage human resources11. Optimise team performance12. Work in teams.13. Manage owner drivers14. Perform administrative duties.

• Customer Interaction Centre Team leader

  • Jul 2010 - May 2013

  Role 1: Inbound team leader:Direct reports: 121. Responsible for inbound calls, query management, cooler and fountain call management and allocations. 2. Daily target of a 90% SLA to be achieved.3. Daily inbound reporting.4. Monthly standby roster consolidation for employees.5. Time errors, overtimes standby payments done.6. Monthly disussions with indiviuals on team performance and managing HR functions including overtime, schedule adherence and productivity.Role 2: Multimedia team leader:Direct reports: 161. Managing the Multimedia team which outcomes were mainly assisting customers on orders, complaints, cooler management, web ordering queries through the multimedia channels available. 2. Functions included and managed within the Multimedia team: - Email, SMS and Fax.- Business to Business (B2B)- Online web ordering query management- MLP Replenishment based on each MLP’s Model stock – currently doing 33 MLP’s.- Account manager and Merchandiser Order Takers customers when their on leave or either off sick and calling our indirect outlets.- Managing IR and HR processes, conducting daily team meetings, daily reporting.- Monthly IMP one on ones conducted IDP’s and PR’s. Role 3: Web ordering conversion process:Direct reports: 51. Conversion of outlets from current order taking methods which included telephonic, email sms and fax, to ordering using ABI Online Ordering. 2. Identification of target base, incorporated processes to check deliveries.3. Depot visits to launch web ordering, customer vsists to train customers on web ordering. 4. Daily reminders for web customers to place their orders online via sms.5. Sending out communication regarding promotions, peak plans etc to web customers.6. Unlocking web ordering customer’s weekly and sending customers communication.

• Logistics Graduate Trainee

  • Apr 2009 - Jun 2010

  Role 1: Stock Clerk1. Daily CFB - crates full of bottles stock counts for Primary Distribution purposes.2. Weekly overall stock counts3. Route settlement corrections on a daily basis. 4. Oasis plant order replenishment – assisting in looking at current stock on floor and replenishing accordingly.5. Running Out of stock reports daily for the depot and providing this information to sales department.Role 2: Customer Interaction CentreDirect reports: 61. Inbound query management from CIC as well as internal Account managers and Sales managers.2. Outbound telesales calls.3. Communication to customers or rolled/dropped loads if any.4. Communication to customers on FBR’s being regenerated due to late delivery the previous day.5. No formal IMP carried out as except for one direct report who was permanent.Role 3: Acting Warehouse SupervisorDirect reports: 91. Daily and weekly stock counts to assist the stock control department.2. Management of inter depot stock transfer movements between depots – both receiving stock from plants and Coca Cola Canners as well as returning the necessary CFB’s t and crates to plants for production purposes.3. Responsible for the management of stock rotation every third week of the month.4. Stock transfer orders to our Oasis sites taking their stock count into consideration to ensure stock levels balance out.5. IMP process carried out with Warehouse operators



Coca-Cola Bottling Company UNITED, Inc.

• Midrand South Africa

• Stock Manager

  • Mar 2016 - Present

  Targets achieved • Targets (goals and KPI’s) interpreted and communicated to team • Work performance monitored daily against benchmarked standards set • Documentation complete, accurate and performance visually displayed Stock counts, reconciliation and movements conducted • Daily and month-end stock counts conducted • Stock reconciled daily and balanced monthly • Stock transfers from production, and cross-docks, monitored • Reports completed within required time-frames • Secondary and primary stock movement recorded • SSF’s determined • Stock contingency plans developed Business processes adapted and implemented • CSA audit monthly and quarterly requirements met and audit results addressed • SABOX requirements achieved Service levels to internal and external customers managed • Customer service information captured daily • Challenges proactively identified • Problems and challenges promptly responded to • POD daily trackers and SSC monthly trackers resolved and managed Information systems leveraged • System integrity maintained through accurate and updated information • Accurate completion of daily control reports • SAP reports analysed daily • Trends, patterns and challenges identified • Practical and appropriate recommendations made Safety, housekeeping and legislation requirements implemented • Applicable legislation adhered to • Safety policies, procedures and company standards implemented • Use of PPE monitored and enforced • 5-S housekeeping and safety standards proactively promoted and implemented • Reporting on incidents and accidents completed against set standards • Necessary investigations conducted People managed • On-the-job training, coaching and support maintained for team members • Continuous performance related feedback given within appropriate time and followed-up • Positive, proactive and committed team dynamics created and sustained • Employee relations maintained according to company and legislative requirements